Related Posts
Looking for some advice on the following - I want to make a pivot back to client services, specifically advisory/consulting/transaction services. I have 4 years public accounting experience, and 3.5 years manager experience within the corporate controllership function, both technical and SEC reporting related (more technical than SEC). What roles would I be a fit for? Public experience includes tax and audit. EY PwC KPMG Deloitte
More Posts
What Gen Z wants everytime they complete a task:
S&P Global Hello Fishers! Need your suggestion which company to choose!
YOE-2.3 Domain - Data Analytics
Offers - Pitney Bowes -16 LPA Fixed + 1.5 JB Tech stack- SQL + Power-BI + Thoughtspot+Qualtrics
S&P Global - 14 LPA Fixed + 5% variable + 1 JB Tech Stack-AWS + Python + Postgresql
IQVIA - 12.37 LPA Fixed + 1 LPA Variable Tech Stack-SQL+ EXCEL+ Tableau+ Python Guys need your help and suggestions. Deloitte EY Accenture KPMG Wells Fargo Barclays Bank of America Citi Walmart Microsoft Amazon PwC SAP
This is amazing.
Additional Posts in Consulting
I can't stop thinking about work.
Roth 401k or regular 401k?
Thoughts on Infosys Consulting? Any experiences?
New to Fishbowl?
unlock all discussions on Fishbowl.
Chief
Had a similar experience. You need to institute frequent check ins, internal deadlines with enough buffer due to the expectation that he will not meet it, loop in upper management and leadership and escalate to them, document everything and share with his coach and leaders.
Either he will start performing competently or he will be taken out.
My b
Lol. This person would be on notice and off project on my engagements
I reached out to my senior manager on the project when the staff wasn’t pulling their weight. Proposed it as “I think they’re having a hard time and need help” to make it less harsh. After he talked to her, she got pulled from the project and was given a leave of absence for health issues. Sometimes people are at their breaking point and we don’t know it. It helps to assume best intentions.
I can reply your message today as I raised it up to his counselor before the holiday, and today engagement partner rolled him off officially and reassigned me another senior teammate! I am grateful about it.
Is this my former staff. Would work 2-3 straight days then say they’re burnt out and need to take a few days off.
Today, this awful person is officially rolling off and I got a new teammate, who I know is a better fit. Hopefully he will learn from this lesson and start showing his value instead of shirking and being a free-rider. And most importantly, hope he understands showing visibility in front of boss and having client communications should not become the center of his day to day focus when he is still learning about consulting, it will be more impactful when he can really pull the weight and get quality deliverables done!
The key is he still shows up and pretends to be an important person of the project every morning. He’s also tried to copy every signal behavior/move of me if that was praised by client, like suddenly agrees to stay up late if he knows everyone is watching the progress. I get it he needs visibility as a junior consultant, but it’s really annoying that every time when I am talking to client, he always interrupts the conversation to show his value even if he is 10 miles away. And also he observes my deliveries and claims ownership afterwards.
This person is a taker. Take as much as possible, give as little as possible. The world is full of people like this and they generally don’t change, but you can get wise and stop letting them take advantage of you, and avoid them as much as possible.
Maybe plan your project better so late evenings aren’t the norm.
I’d agree on this, as a perfect planning would be heaven for us, but reality is urgency always happens. It’s even worse in my project as managers/partners never thought he is not pulling the weight and still count his part in when planning